6 Visionary Leadership 6. Force change on the system, the right kind of change. Don't overload the system. Be patient. 7. Learn to say no. Be led by the Vision, not by another good idea. 8. Build a culture of accountability. It starts with you.

7 Visionary Leadership 9. Give away the credit but own the mistakes. 10. Celebrate every small step along the way. This is a long game strategy not a short game quick fix.

9 The Context for Shared Vision Each church has a unique culture Every church has a story and its stories MCCT rooted in the founding narrative of MCC MCC Toronto has a history of advocacy for justice Long-term Pastor is a transformational leader Shaped by the multiculturalism of Canada

10 Seven Historical Highlights Began July 17, 1973 with Rev. Bob Wolfe Rev. Brent Hawkes became Pastor August, 1977 Advocates for LGBT rights from the beginning First legal same-sex marriage in the world 2001 Rev. Hawkes appointed to Order of Canada 2007 MCCT has become a highly diverse congregation MCCT is the Vibrant, Inclusive, Progressive Church

11 The DNA Project Conducted in 2001 to 2003 Based upon work of Thomas Bandy Featured small groups and forums Identified Nine Bedrock Beliefs Stated Ten Core Values Selected a Motivating Vision Created a Statement of Mission

12 The 2020 Vision Project Purpose Build new clarity of mission and vision Provide clear direction for congregational alignment Preceded by MCC Church Size Summit Featured three congregational forums Small group discussions at the forums Conducted three surveys to inform conversations Developed 20 Powerful Questions for discussion Created special website for information and dialogue

13 Three Foundational Questions Where are we as a church right now? Who are we as a church? Where do we want to go as a church in the future?

14 Where are we as a church right now? Current realities of our congregation and its larger environment Contemporary trends in churches and the dynamics of church life Results of the online Size Summit Survey and Congregational Demographic Snapshot Survey Congregational Life Cycle Stages

15 Who are we as a church? The unique history, culture and identity of this congregation Influences of culture in addition to church size that shape congregational identity The results of the online survey on Beliefs, Values and Spiritual Practices Participation in the Wall of History exercise

16 Where do we want to go as a church in the future? Thoughts on our Future Senior Pastor Discussion 1 Who should we plan to reach and serve? Discussion 2 What should we plan to offer? Discussion 2 - What does the vision of MCC Toronto To be a bridge mean to you? Next steps in the 2020 Vision Project process

17 Building a shared vision is like building a great cathedral The building never stops! Creating new guiding documents Drafting new mission and vision statements Communicating the new mission and vision Reinforcing the core values Developing a Strategic Plan Producing alignment with the mission and vision

19 Implementation 10 Critical Success Factors 1. Engage people with the right skills 2. Monitor people s capacity 3. Establish the top priorities 4. Assess the impacts of change 5. Develop clear goals and good implementation plans 6. Hold people accountable in a loving way 7. Create a safe environment 8. Have an effective reward system in place 9. Celebrate successes along the way 10. Communicate! Communicate! Communicate! Page 19

20 1. Engage people with the right skills A pre-cursor is knowing people s strengths and weaknesses. Develop a list of core competencies for key roles. In recruiting volunteers, use the same selection approach as you would use to hire a staff member. The time we spend up front on resource selection will pay off multiple times over in the long run. If you don t have the right people, you may wish to hold off on the implementation of a change. False starts can be very hard to recover from. Page 20

21 2. Monitor people s capacity To do this well, we need to know what our staff and volunteers are already working on. A simple list allocating people s time to various activities/initiatives can work very well. Check in with people frequently to confirm changes to capacity. Don't worry that this will be perceived as micromanaging. Done well, the conversations can be very reaffirming. Page 21

22 3. Establish the top priorities Often when you find the right people, they don't have the capacity for more work. It's time to prioritize! If you have a strategic plan, you've done a lot of the prioritization work already. If you don't have a strategic plan, you can begin prioritizing by listing all the initiatives already underway. Assigning priority usually involves an assessment of the benefits versus the effort required. Benefits are usually framed in the context of your vision and mission. Page 22

24 4. Assess the impacts of change Assess impact before you develop an implementation plan. Three categories people, process and technology impacts. People impacts are best assessed by speaking to people directly. Communication plans become very important. Process impacts refer to the way work gets done. Many initiatives are focused on simplifying processes and making them more transparent to the congregation. Technology should be viewed as an enabler to support simple and transparent processes. Page 24

25 5. Develop good implementation plans A good plan involves the following: 1. an approved scope document with ways to measure success 2. a schedule of activities, including the people carrying them out 3. a budget if required 4. a status report (sample provided in next slide) 5. a communication plan Depending on complexity, a separate risk/issue log could be used. Good plans change as we learn. Page 25

26 6. Hold people accountable in a loving way Many cultures favour harmony over conflict and truth. Holding people accountable requires clear, written, mutually agreed up goals. Initiative status reports work really well. The Senior Pastor s role is especially important. Page 26

28 7. Create a safe environment Every implementation has its challenges. Allow people to make mistakes and learn from them. This often results in the freedom to creatively problem solve and implementations are often more successful as a result. Publicly applaud organizational learning and conversations will become more candid and reality based. Page 28

29 8. Have an effective rewards system in place Implementation is hard work! Reward systems can be very simple yet very effective. What to reward: Collaborative results driven behavior. How to reward: Many people who work at a church feel called to do so and money is not the biggest motivator. Public recognition More assignments that teach new skills. Page 29

30 9. Celebrate successes along the way Good implementation plans have milestones. Celebrate with the entire congregation when they re achieved! Celebrations provide the necessary inspiration to continue. Page 30

31 10. Communicate! Communicate! Communicate! Share progress to date spread the good news! Prepare people for what s coming Check-in with those impacted Expect resistance it s a healthy part of the change process. Page 31

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